Announcement of The University of Tokyo: Vision 2020

Makoto Gonokami
President
The University of Tokyo

The University of Tokyo marks the 138th anniversary of its foundation this year. The end of the
Pacific War marks the approximate midpoint of that near-140 years. During that time, progress
in science and technology has propelled humanity's capabilities to expand by leaps and
bounds and transcend national boundaries, spurring dramatic transformations in human
society. At the same time, Japan, driven by advanced science and technology and academic
achievements, has established itself as a world leader from Asia.

Even so, the limitations of the basic systems supporting modern society, such as capitalism
and democracy, have become obvious. I feel that the world situation is becoming increasingly
unstable because of the manifestation of global-scale problems, including the degradation of
the global environment, depletion of natural resources and regional disparities. For humanity
today, which has acquired greater capabilities than all preceding generations, the path to
creating a stable and peaceful society is still unclear. With these circumstances in mind, I
believe that we need to create a new system that encourages people from diverse
backgrounds to respect one another and cooperate so that they can give a substantial boost
to the global economy. Nothing but human wisdom can put this new system into action. In other
words, what I have just described is a society in which wisdom drives the economy. I believe
that humanity is now at a crossroads, forced to choose whether or not a shift towards this kind
of wisdom-driven society is possible. As a developed country in Asia, I believe that Japan has
a historical obligation to lead humanity's shift towards a wisdom-driven society, and that
universities should play a central role in facilitating this shift.

The University of Tokyo has amassed nearly 140 years' worth of continuous support from the
public. While making full use of this accumulated support, the University must now propose
and implement a scenario that shows how the University will lead human society over next 70
years, while making Japan shine in the process.
To accomplish this goal, I think that it is vital that we depart from conventional ideas and change
how the University of Tokyo is managed and operated. Management Expenses Grants, which
the government supplies to national university corporations to cover basic operational costs,
are undoubtedly important. However, in consideration of Japan's current situation, which is
marked by large financial deficits, an aging population and low birthrate, the University cannot
fulfill its responsibilities just asking for support. We have to further enhance the quality of our
educational and research activities—the fundamental duties of the University—while
unearthing and rendering visible their value. Further, we must equip the University with the
ability to act independently by transforming it into an active organization driven by the
enhanced quality of these educational and research activities.

Considering the history of the University of Tokyo in 70-year intervals, the University will enter
a new 70-year period during my tenure as president. Students who enroll in the University of
Tokyo during my tenure will become the very people who shape this new era. Now is the time
when the University must resolutely shift its functions towards fulfilling its responsibilities to
those young students who will create the society of the future.

I have decided to make public my intentions regarding this shift in the function of the University
of Tokyo (Visions) and specific plans for how to implement these visions (Actions) by publishing
The University of Tokyo: Vision 2020. While sharing my vision for the new University of Tokyo
with all members of the University community, I intend to unite their capabilities to boldly press
forward with reforms. Furthermore, I plan to update the Actions listed in Vision 2020 in
accordance with changes in circumstances or in consideration of the opinions of specialists in
various fields. I would like to ask all of you specialists for your understanding and support
regarding the initiatives that the University of Tokyo will implement based on Vision 2020.
 The University of Tokyo: Vision 2020

Basic Principles: Synergy between Excellence and Diversity—Acting as a Global Base

for Knowledge Collaboration—

Scientific progress and the development of new technologies should be the driving forces that

lead humanity to a prosperous future. However, as these forces also constantly carry with them

the risk of running beyond our control, humanity must continually improve upon its knowledge

in order to effectively manage them. Globalization, which is currently progressing in a variety

of areas, is producing new conditions in the world that are resulting in what should be called a

“global society.” Nevertheless, even when comparing the situation today with that of 2004, the

year that the Japanese national universities became incorporated, we see the deepening of

environmental problems, increasing complexity of international conflicts, growing disparity and

inequality, and the emergence of other issues that afford no easy solution. Because of these

conditions, the University of Tokyo’s responsibility to contribute to the stable progress of

humankind has become greater than ever.

Taking this critical world situation into account, the University of Tokyo must carry out its

current mission with renewed strength. The University of Tokyo: Vision 2020 sets forth two

basic principles for fulfilling this mission: excellence and diversity.

Since the University of Tokyo aims to have the world’s highest level of education and research

in all fields of the humanities and the sciences, it is a matter of course that the University of

Tokyo would specify excellence as one of its basic principles. However, if these fields are

scattered about and simply coexist alongside each other, they cannot achieve comprehensive

“excellence”; instead, they amount to nothing more than a “plurality.” The University can propel

its excellence to even higher stages only if open dialogue and collaboration between different

disciplines take place, including the occasional conflict and friction this may entail. What is

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essential is that different people whose sets of values and meanings cannot be measured on

a uniform scale clash with and stimulate one another while respecting one another’s

differences and individual qualities. It is not until the University makes full use of this kind of

“diversity” that the University can achieve excellence as a research university.

Meanwhile, excellence achieved through these processes, in turn, creates new knowledge and

further enriches the diversity of knowledge at the University of Tokyo. It is not uncommon for

cooperation between multiple disciplines that transcends the boundaries of the humanities and

the sciences to result in the birth of unique interdisciplinary fields. This process of creating

synergy between excellence and diversity—a dynamic motion that advances academic

learning through constant interconnectivity—is the basic driving force that refines education

and research at the University of Tokyo.

Based on these principles, the University of Tokyo will continue to strive to serve as a global

base for knowledge collaboration that can contribute to 21st-century global society, while

steadfastly adhering to the roles the University has traditionally upheld as the central academic

base of the Asian region and as a space for world-leading intellectual activities.

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Vision 1: Research - Strategic Development of Learning that Strives to Create New Value

The University of Tokyo consistently has valued excellence and diversity in education and

research. In The University of Tokyo: Vision 2020, I lay out my plans to continue to honor the

spirit of this tradition while further strengthening awareness of the synergy between excellence

and diversity in research and aiming for a clearer understanding of humanity and the world. In

doing so, we will strategically develop learning that strives to create new value.

To be specific, while transmitting outstanding academic results from both the humanities and

the sciences to Japan and the rest of the world more than ever, we will also attract more

talented people irrespective of nationality, gender or age to the University of Tokyo by creating

an environment in which everyone can have the peace of mind to focus on their research. In

addition, by providing opportunities for the people brought together at the University to

transcend the frameworks of their organizations or their areas of study and collaborate with

one another, we will make further advancements in learning at the University and promote

interdisciplinary research, thereby bringing about the creation of new value. With this kind of

“synergy between excellence and diversity,” both qualities will work in a closely interdependent

fashion to elevate each other dynamically. To put it in other words, one could compare this

process to an upward “spiral motion.”

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Vision 2: Education - The Cultivation of Basic Abilities and the Training of Knowledge

Professionals

While the University of Tokyo will continue to uphold the fundamental educational principle of

nurturing students to be “intellectual citizens with a futuristic global outlook” (as outlined in The

University of Tokyo Charter) through its Faculties and Graduate Schools, the University will

also work to train students to be knowledge professionals who act independently with the public

interest in mind and strive to create new value.

Particularly in undergraduate education, the University will cultivate three basic abilities: the

ability to return to fundamental principles to grasp a problem, the ability to pursue a line of

thinking tenaciously, and the ability to develop new concepts originally. Moreover, by

encouraging students to possess a global outlook, the University will make increased efforts

to nurture talented people who have the ability to live and work together with all kinds of people

throughout the world.

At the level of graduate education, which fosters in students a high degree of specialization,

the University will train talented people so that they can resolutely pursue efforts to create new

knowledge, actively take part in dialogues and collaborations with individuals from different

areas of study and cultures, and use the knowledge they have gained to give back to society

through their independent actions.

Moreover, in both the Faculties and Graduate Schools, the University will place further focus

on liberal arts education and instill exceptional expertise while cultivating resolute and humble,

yet proud individuals who can view their own positions and roles objectively from diverse

perspectives.

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Vision 3: Cooperation with Society - Forming the Public Role of the University in 21st

Century Global Society

In 21st century global society, universities are having to fulfill more societal roles than ever

before. Accordingly, the University of Tokyo, too, bears the responsibility of contributing to

diverse advancements that will benefit society while steadfastly adhering to academic freedom.

Above all else, this responsibility should be carried out through contributions that form and

strengthen the true “public role” of the University in Japan and the rest of the world.

When we speak of the “public role” of the University, we should understand the meaning of

“public” in not only social and spatial but also historical and temporal terms. For example, we

must consider the long-term consequences of our actions, for what is thought positive in the

present may be damaging to the welfare of future generations. By the same token, it is required

of us to have the courage to press forward with an action if that action will contribute to

humanity in the future, even if it is difficult to achieve or it is unlikely that we will gain support

from the public in the present. In order to make these decisions and take actions when needed,

the University of Tokyo has to fully utilize the outstanding and diverse knowledge it has

accumulated throughout its 140-year history while expanding upon collaborative relationships

that transcend the boundaries of nations, cultures and generations. The University will aim to

strengthen the close cooperation between industry, academia and the public and private

sectors while giving back to a wide range of areas within human society through its academic

findings and achievements.

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Vision 4: Operations - Enhancement and Revitalization of the University’s Multi-faceted

Space

While the University of Tokyo is comprised of three main campuses (in Hongo, Komaba and

Kashiwa), the Shirokanedai Campus, and other properties such as facilities and University

forests in various places that are concretely rooted in physical space, the University also has

extended its sphere of activities to cyberspace thanks to the rapid progress of information and

communication technology. The General Library, which can be considered to be a symbol of

the University, is an example of a University property that will flourish in both spaces. Through

the University of Tokyo New Library Project, which is currently underway on the Hongo

Campus, a knowledge archive that effectively connects physical space with virtual space is

gradually being constructed.

Meanwhile, it goes without saying that the University of Tokyo as both a tangible and intangible

“space” is brought to life and manifested by the people researching, teaching and engaging in

other activities at the University. This space is not only a collection of individual people but also

a multi-layered assortment of various groups and human networks. It is additionally

characterized by its fluidity, being open to those outside of the University community.

The University of Tokyo will revitalize this multi-layered space through flexible and functional

operational management. In doing so, the University will make sustained efforts to further

accelerate the upward “spiral motion” created through the synergy between excellence and

diversity by enhancing both the tangible and intangible qualities of this space.

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Actions for Vision 1: Research

1. Expansion and Establishment of Internationally-renowned Bases for Research

Establish and expand upon internationally-renowned bases for research at the University
of Tokyo by carrying out such initiatives as advancing the development of both the
University’s strongest fields in which it is leading the world and unique areas of original
research which should unwaveringly continue to be studied, promoting joint research
and international collaboration that goes beyond the framework of the University of Tokyo,
and creating new, interdisciplinary knowledge that is the first of its kind in the world.

2. Further Revitalization of the Humanities and the Social Sciences

Further revitalize the humanities and social sciences through active support of
outstanding research in those fields. Increase the University of Tokyo’s international
presence in those areas.

3. Fortification of Infrastructure Supporting Academic Diversity

Fortify the infrastructure supporting academic diversity by constructing an archive

containing the University of Tokyo’s academic assets and facilitating its opening to the
public while promoting its active use.

4. Ensuring of Time for Research and the Improvement of the Quality of Educational and
Research Activities

Conduct proper staff evaluations and, through initiatives such as enhancements to the
research support system and operational optimization, ensure that academic staff
members have time to devote themselves to their research. These actions will be carried
out with the aim of further improving the quality of the educational and research activities
of academic staff members.

5. Reform of the Researcher Employment System

Raise the appeal of a life dedicated to research and attract a diverse array of outstanding
and talented people from both Japan and overseas by promoting the reform of the
researcher employment system.

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Actions for Vision 2: Education

1. Advancement of the Comprehensive Reform of Undergraduate Education

Continue to make steady advancements in first-year experiences, grouping classes

based on ability, the new third-year major selection system, the Hands-on Activity
Programs, and other plans included within the Comprehensive Reform of Undergraduate
Education.

2. Enrichment of Educational Initiatives that Encourage a Global Outlook

Encourage students’ pursuit of knowledge abroad and support the formation of

curriculums that open their eyes to the world. Also, make further efforts to enhance
programs such as the Programs in English at Komaba (PEAK), the Trilingual Program
(TLP) and the Global Leadership Education Program (GLP).

3. Establishment of World-leading Innovative Graduate Study (WINGS), a Graduate School

of International Excellence

Through initiatives including the establishment of World-leading Innovative Graduate

Study (WINGS), reinforce University education at the graduate level and train talented
and scholarly people to become highly-developed knowledge professionals.

4. The Utilization of the Educational Capabilities of University-affiliated Institutes and

Other Organizations

Utilize the educational capabilities of the University’s affiliated institutes, centers and
other such organizations through their diverse research activities spanning across
different fields, and cultivate researchers who possess a high degree of specialization.

5. Increase in Student Diversity

Increase the diversity of the student body by strengthening the connection between the
University and high schools, steadily continuing University admission by
recommendation and other admissions reforms, and taking a proactive approach to
bringing in more international students and others from overseas.

6. Further Enhancement of the University’s Liberal Arts Education

In addition to enhancing the liberal arts education in the Junior Division of the College of
Arts and Sciences, further develop the liberal arts education offered in the final two years
of undergraduate education (the Senior Division) and in the Graduate Schools, thereby

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 fostering talented people who possess both specialized knowledge and broad
perspectives.

7. Transmitting the University of Tokyo’s Unique Educational System to the World

Schematize the University of Tokyo’s original and outstanding educational system into a
standard model and transmit this model to the rest of the world.

8. Support for Independently-organized Student Activities

Deepen support for a variety of independently-organized student initiatives such as

sports, cultural and international exchange activities in order to invest in students’ growth
both academically and as people.

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Actions for Vision 3: Cooperation with Society

1. Imparting Academic Achievements to Society

To invest in the stable development and well-being of humankind, give far-reaching

support to research in disaster preparedness, medicine, and other fields, and make an
active effort to impart the academic achievements attained from this research to society.

2. Formation of a Base for Cooperation among Industry, Academia and the Public and
Private Sectors

In order to promote the creation of new value based on academic findings at the
University and spread this new value throughout society, establish a base for
collaboration among industry, academia and the public and private sectors while training
people to become capable and talented so that they can lead this initiative.

3. Backing of Entrepreneurship that Utilizes Academic Findings

Coordinate with relevant research institutes, private companies, government agencies

and others to fortify the innovation ecosystem and promote entrepreneurship that utilizes
the academic achievements of the University of Tokyo.

4. Refinement and Reinforcement of Public Relations towards the International Community

Through the fundamental reform and strengthening of international public relations

frameworks, communicate to the world the wide range of academic resources and
educational achievements of the University of Tokyo by making their value visible.

5. Development of Educational Activities for the General Public

Through initiatives such as the University of Tokyo Public Lecture Series and the
University of Tokyo Executive Management Program (EMP), make further efforts to offer
educational opportunities for the general public.

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Actions for Vision 4: Operations

1. Establishment of Swift Operational Frameworks

Clarify the roles of and strengthen communication between the Administration Bureau
and other University organizations to form swift operational frameworks built on
constructive dialogue with staff in each area.

2. Securing Basic Expenses for Education and Research

In order to secure basic expenses for education and research, make efforts to diversify
sources of revenue and increase management resources. Particularly, in order to make
the best of limited resources, create systems for strategic resource redistribution that can
maximize the vitality of the University of Tokyo. In addition, as for miscellaneous
expenses, such as utility fees and rent for allocated spaces, make thorough efforts to
offer appropriate reimbursement measures, including the active use of competitive
research grants.

3. Organizational Revitalization through the Diversification of University Members

In order to maximize the vitality of the University of Tokyo, invigorate the organization by
enhancing the diversity of the University members with proactive approaches, such as
the promotion of gender equality and universal access, and by promoting effective
collaboration between academic and administrative staff, including specialist staff.

4. Enrichment of Alumni and Support Networks

Reinforce alumni and support networks, strengthening their relationships and

cooperation with the University.

5. Development of Facilities and an Environment that Support World-leading Education and

Research

In order to create a space befitting a world-class learning environment, develop an

environment and operate facilities that possess sustainability, allow for value creation
and make possible the provision of education and research to the general public.

6. Strengthening of Collaboration Centered on the Three Main Campuses

Encourage active interactions and cooperation among University members by

strengthening collaboration among a wide range of the University’s organizations and
facilities, using the three main campuses on Hongo, Komaba and Kashiwa as
collaboration centers.

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